Do chameleons lead better? A meta-analysis of the self-monitoring and leadership relationship
Lei, L.
It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing. To link to this item DOI: 10.1177/01461672231210778 Abstract/SummaryThe relationship between self-monitoring and leadership has been debated. We attempt to resolve this debate through a meta-analysis (N = 9,029 across 55 samples). Since this is the first meta-analysis that focuses on this relationship, we were able to study both focal constructs at a granular level. As hypothesized, self-monitoring is positively associated with leadership emergence and leadership effectiveness. Whereas self-monitoring is positively related to managerial leadership, its relationship with transactional leadership is non-significant. Contrary to our prediction that self-monitoring is negatively related to authentic leadership and to transformational leadership, we found positive relationships. Importantly, the relationship between self-monitoring and leadership variables is typically non-significant when the latter is measured by subordinate ratings. This casts doubt on the general finding that self-monitoring is positively related to leadership. Also, the relationships significantly differ when self-monitoring was measured by different scales. Implications for theory and practice are discussed.
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